1. Public Speaking, Negotiation, Etiquette
Tatevik Khachatryan AUNA Head of Youth Division

2. Public Speaking

3. What is public speaking?
Why do we need it?
What are the goals?
How to talk?
Examples of good orators

4. ANALYSIS OF THE AUDIENCE
PHYSICAL
PSYCHOLOGICAL
DEMOGRAPHIC
SITUATIONAL

6. Who? What? When? Where? Why? How?
Analysis of the speech
5 W Questions
Who? What? When? Where? Why? How?

7. Tips for a good speech Get well-prepared, be familiar with the topic
Preparation, preparation and preparation
Imagine yourself speaking
Do not apologize when making mistakes
Avoid slang and informal language
Diplomatic alphabet
Practice a lot…

8. Body language, gestures,
Pay attention to words,
Formulate the questions properly,
Speak CONCISELY,
Ensure the dialogue,
Confidence, excitement, commitment
Eye contact
Humor (limited)

9. Speak, DO NOT read

10. Listening as a part of speaking
Listen to understand
Listen to be listened to
Listening improves speaking
70% listening, 30% speaking

11. Let the butterflies fly…. Share your practice of overcoming your fears

12. Overcoming the fears Be focused
Practice a lot and listen to the others practicing
Be well-prepared
Take only the positive ideas to the stage
Your fears are not visible to the audience
Humor helps

13. Pay attention to the beginning (HOOK)
Prior to the speech
Take a breath
Relax the muscles
Pay attention to the beginning (HOOK)

14. Negotiation

15. 7 Element Principle
Interests, not positions Options (the more, the better) BATNA Legitimacy Commitments for the future Communication Relationship

16. Negotiation Modes Principled Negotiator Competing Accommodating
Avoiding
Collaborating
Compromising
Principled
Negotiator

17. “Negotiation is the communication designed to reach agreement when you and the other side have some interests that are shared and others that are opposed.”
Hard vs Soft vs Principled Negotiation
Distributive (pie fixed, win-lose) vs. Integrative Negotiation

18. Don’t Bargain Over Positions
Problem of haggling (Customer vs. Shopkeeper)
Unwise
Digging deeper into positions – impossible to change
Interest of saving face
Ground for compromise
Inefficient
Extreme opening positions, small concessions – drags on
Endangers relationship
Contest of rigid will
Being nice not the answer
Soft-soft – sloppy agreement (O’Henry)
Soft-hard – you lose your shirt

19. The Alternative
Negotiation: on substance vs on process (a game about a game)
Your moves decide the flow of the game
Four points:
People: Separate the people from the problem.
Interests: Focus on interests, not positions.
Options: Generate a variety of possibilities before deciding what to do.
Criteria: Insist that the result be based on some objective standard.

20. Focus on Interests, not Positions
Reconcile interests, not positions (collaboration vs compromise)
Interests define positions
Several positions can satisfy the same interest
Agreements often possible because of difference in interests
Ask why and why not – be clear that you’re not asking for justifications
Negotiators have multiple interests
Substance and relationship
Affecting and effecting
Constituencies
Show you appreciate their interests, present your interests, build common ground – present problem before conclusion
Be hard on the people, soft of on the problem

21. Invent Options for Mutual Gain
Orange; Arm Wrestling
Diagnosis:
Premature judgment; Searching for the single answer; Assumption of fixed pie; Thinking that “Solving their problem is their problem”
Prescription:
Separate inventing from deciding; Broaden your options; Look for mutual gain; Make their decision easy

22. Dealing With People Problems
Perception
Conflict lies in people’s heads
Self-selective perceptions – reinforcing what you think
Put yourself in their shoes – discuss perspectives openly
Get them involved: process is product
Consider face-saving
Emotion
Understand their emotions, make yours explicit
Allow the other side to let off steam
Communication
Show you understand, then be understood
Don’t persuade third parties; two judges over case (not adversarial); two shipwrecked sailors

23. Insist on Using Objective Criteria
Deciding on the basis of will is costly
Objective criteria, independent of each side’s will
Criteria should apply reciprocally
Developing objective criteria
Fair standards
Fair procedures
Joint search
Reason and be open to reason
Never yield to pressure, only principle

24. BATNA Bottom line vs. BATNA BATNA is an alternative course of action
Too rigid; More than one variable; Too high
BATNA is an alternative course of action
The reason you negotiate to produce something better than the results you can obtain without negotiating.
Have a trip wire
The better your BATNA, the greater your power
Pot seller vs. wealth tourist

25. Developing Your BATNA Three steps: Disclosing your BATNA
List of actions if no agreement
Improving promising ones, converting into alternatives
Selecting best option
Disclosing your BATNA
Consider their BATNA
Lower overestimations
Change their BATNA

26. Dirty Tactics: Deliberate Deception
Recognize tactic; voice it; question legitimacy
Deliberate Deception
Phony facts
Ambiguous authority
Dubious intentions
Refusal to negotiate
Extreme demands
Escalating demands
Lock-in tactics
Hardheaded partner
A calculated delay
Take it or leave it

27. Negotiation Jujitsu Don’t attack position; look behind it
What are the interests?
What principles underlie it?
Don’t defend your ideas; invite criticism and advice
Examine negative judgments
Turn situation around
Recast an attack on you as an attack on the problem
Ask questions and pause
Statements generate resistance, whereas questions generate answers.
Use silence

28. Practice…

29. Thank You
Tatevik Khachatryan
AUNA
Head of Youth Division